Tech Sales Roles and Salaries 2026
For many years, we have focused on talking about technical roles because there was a real need and pain in the market. Developers, data, product. Meanwhile, sales roles were left in the background.
But the reality is that many software companies have large commercial teams responsible for selling the product/service. And the demand for these roles has increased in recent years. AI is here to stay and more and more products will continue to appear in the market. Marketing and sales roles will make the difference. It has always been important to explain what we do and be able to sell our products, but in this new paradigm it will be even more important.
So let’s try to bring some common sense into a mix of offers, salaries, roles and requirements.
“Sales” roles have the same problem as any other role in technology: role naming is often confusing, salaries vary widely depending on the type of company, salaries are usually not published, and variable compensation, which is very important here, is often unclear.
In addition, market timing matters. After several years of accelerated growth, many tech companies are increasing their commercial teams. Less external funding and more sales.
This implies defining roles better, measuring the impact of each position more precisely and, as a result, paying more consistently with the value they bring.
This article has a very clear objective: to bring order. To explain what sales roles exist in technology, what each one actually does and how they are being paid in Spain.
How sales work in tech companies
Talking about roles and salaries in sales without first explaining how a tech company sells usually leads to wrong comparisons. Two companies may have an Account Executive and be completely different in responsibilities and business impact.
In technology, the way of selling is determined by several factors: the type of customer, the price of the product, the complexity of the solution and the stage the company is in.
Sales models in tech
B2B and B2C
The customer strongly determines the type of sale and, obviously, the type of professional we should look for. Selling software to end consumers is very different from selling to companies.
In B2C, sales are usually transactional and highly automated. Ticket sizes are typically low and it does not make sense to have a sales team working directly with customers. The commercial team has limited weight and often focuses on channel relationships.
In B2B everything changes and we find different roles. Ticket size will strongly define the sales structure of the team. Selling licenses worth a few hundred euros is not the same as selling management software where licenses + services can reach millions of euros.
It will also define the type of professionals in the team and the level of specialization of the product or service. A security software like CrowdStrike or Palo Alto Networks will require roles with a strong technical background capable of doing consultative selling.
Let’s break this down.
SMB, Mid-Market and Enterprise
The type of customer strongly determines the type of role. Selling to small businesses is not the same as selling to large corporations.
- In SMB (Small and Medium-sized Business), cycles are short, tickets are lower and volumes are high.
- In Mid-Market, the balance between volume and complexity starts to shift.
- In Enterprise, sales are long, with multiple stakeholders and formal buying processes.
This axis explains a large part of the salary differences in sales: the higher the complexity and potential revenue impact, the higher the responsibility and, usually, the compensation.
Self-serve, PLG and assisted sales
Here come the acronyms and English terms…
- Some companies sell with little to no human intervention (self-serve).
- Others use product-led (PLG) models, where the product generates demand and the sales team steps in to close or expand accounts.
- And others depend almost entirely on assisted sales.
The closer a sales role is to closing deals and driving revenue growth, the more critical it is for the business and the more weight its variable compensation tends to have.
Consultative vs transactional sales
The level of product or service knowledge required from the commercial team also strongly defines the role. There are no black and white scenarios here, but a wide range of shades. There are products so complex that, as surprising as it sounds, the only people capable of explaining them are those who built them. On the other hand, selling licenses for commodity-like products does not require highly specialized teams and calls for different skill sets. These are two extremes, and most companies fall somewhere in between.
Short and long sales cycles
A sales cycle of days or weeks does not require the same profile as one that takes several months. Long cycles require negotiation skills, account management and deep customer understanding. This translates into more complex structures and higher salaries, especially for closing roles.
Understanding this is key to properly positioning the type of company, its business and the sales roles it needs.
The sales funnel in technology
In most tech companies, sales do not depend on a single person doing “a bit of everything”. As the business grows, the commercial process is divided into clear stages and each stage ends up having specialized roles.
This approach allows better scalability, more precise measurement and avoids bottlenecks in growth.
Demand generation
This is the top of the funnel. The goal here is not to sell, but to create opportunities.
It includes activities such as:
- Identifying potential customers
- Initial outreach
- First interest in the product or solution
At this stage, roles focused on volume and activity usually appear, where the main metric is not closing deals but the quantity and quality of opportunities generated.
Qualification
Not every lead deserves to move to sales. At this stage, filtering happens:
- Whether the problem is real
- Whether there is budget
- Whether the company fits the product
- Whether there is buying intent
The focus is on protecting the time of closing roles and ensuring that commercial effort is invested where there is a real chance of generating revenue. This stage usually filters all demand generated in the previous phase, which may come from both sales and marketing teams.
Sales process
This is the most visible stage of the funnel and also the most critical for the business.
It involves:
- Demos
- Proposals
- Negotiations
- Objection handling
- Contract signing
Roles in this stage are directly tied to revenue and therefore tend to have the highest salaries and a more significant variable component.
Expansion and retention
In technology, selling does not end with the initial deal. Retaining customers, ensuring they get value and growing the account is key to business sustainability. Avoiding churn.
This stage includes:
- Onboarding
- Product usage monitoring
- Renewals
- Upsell and cross-sell
In many companies, a significant part of growth comes from here, which explains why these roles have gained importance (and salary) in recent years.
Dividing sales into these stages helps understand two important things: first, why there are so many different titles, and second, why not all sales roles are paid the same, even within the same team.
Sales roles in technology: what each one actually does
Although many titles repeat across companies, sales roles in technology are not interchangeable. Each one corresponds to a specific stage of the funnel and a specific business need. In smaller companies, one person may cover multiple roles, or some roles may not exist depending on the product or sales cycle.
Understanding what each role does daily is key to interpreting both job offers and salary ranges.
Sales Development Representative (SDR)
What they do day to day
Responsible for generating and qualifying sales opportunities. They contact inbound leads or perform outbound actions to identify companies with potential fit. Their goal is not to sell, but to pass qualified opportunities to the closing team.
Where it usually exists
B2B companies with a certain volume of leads and a need to scale opportunity generation.
Typical seniority
Entry-level or junior, although in mature teams there are senior SDRs specialized in complex accounts.
How it is measured
- Number of opportunities generated
- Lead quality
- Conversion rate to the next stage
Business Development Representative (BDR)
What they do day to day
Similar to SDR but with a clear focus on outbound. They research accounts, design outreach strategies and open conversations in markets where demand is not necessarily inbound.
Where it usually exists
Companies in expansion phases or with products that require market evangelization.
Typical seniority
Junior or mid, although it requires more autonomy than a purely inbound SDR.
How it is measured
- Qualified meetings generated
- Strategic account opening
- Conversion to real opportunities
Account Executive (AE)
What they do day to day
Manages the entire sales process from qualified opportunity to closing. Runs demos, prepares proposals, negotiates terms and closes deals.
Where it usually exists
Almost any B2B tech company with assisted sales.
Typical seniority
Mid or senior. Rarely an entry-level role.
How it is measured
- Closed revenue
- Quota attainment
- Average sales cycle
Senior Account Executive
What they do day to day
Closes more complex and higher-value deals. Typically works with strategic accounts and long sales cycles.
Where it usually exists
Scaleups and enterprise companies.
Typical seniority
Senior, with prior experience in closing and complex negotiations.
How it is measured
- Revenue from key accounts
- Average deal size
- Retention of strategic customers
Account Manager
What they do day to day
Manages existing accounts. Focuses on maintaining relationships, ensuring customer satisfaction and identifying growth opportunities.
Where it usually exists
Companies with a certain scale and recurring contracts.
Typical seniority
Mid or senior.
How it is measured
- Renewals
- Account expansion
- Churn
Customer Success Manager (CSM)
What they do day to day
Supports customers after the sale to ensure they get value from the product. May or may not be tied to revenue targets depending on the company model.
Where it usually exists
SaaS companies focused on retention and expansion.
Typical seniority
Mid or senior.
How it is measured
- Retention
- Product usage
- Expansion (in some models)
Sales Engineer / Pre-Sales
What they do day to day
Provides technical expertise in the sales process. Participates in complex demos, answers technical requirements and translates customer needs into viable solutions. This role is common in consultative selling environments.
Where it usually exists
Technical or highly customizable products. For example in tech consulting, SaaS adapted ad hoc to the customer or complex products.
Typical seniority
Mid or senior, usually with a technical background.
How it is measured
- Support to closing
- Quality of proposed solutions
- Satisfaction of the development team when the project starts
Head of Sales
What they do day to day
Defines the commercial strategy, structures the team, sets targets and aligns sales with marketing and product.
Where it usually exists
From a certain level of size or commercial complexity.
Typical seniority
Senior.
How it is measured
- Revenue growth
- Pipeline predictability
- Team scalability
VP of Sales / CRO (Chief Revenue Officer)
What they do day to day
Globally responsible for revenue. Aligns sales, marketing and customer success under a unified growth strategy.
Where it usually exists
Large companies or those in advanced scaling stages.
Typical seniority
Very senior.
How it is measured
- Total revenue
- Retention
- Sustainable growth
Salary ranges in tech sales in Spain
Talking about salaries in sales is always delicate. Not because there is no data, but because poor context leads to wrong conclusions. In technology this is even more pronounced: two people with the same title may have completely different compensation structures and both can still make sense.
How to understand sales compensation
Base salary
The guaranteed part.
Variable
Linked to specific goals: revenue, renewals, expansion, quota attainment. It can represent a small percentage or a very significant part of total compensation. There are annual variables, variables per deal type, variables tied to exceeding lead quotas, variables per sale and collection, etc. This alone could be a full guide. There are as many compensation models as companies. The key is to fairly reward effort and align it with company goals, which, although it sounds obvious, is not always achieved.
OTE (On-Target Earnings)
Base + variable. Understanding whether the OTE is realistic depends on the company’s track record and how targets are defined.
Equity
More common in startups and scaleups. Its real value depends on the company stage, vesting conditions and whether the role has direct impact on growth.
Salary ranges by role in tech sales in Spain
| Role | SMB (€) | Mid-Market (€) | Enterprise (€) | Most Common Variable |
|---|---|---|---|---|
| SDR / BDR | 20.000 – 30.000 | 25.000 – 35.000 | 40.000 – 60.000 | 15% – 30% |
| Account Executive (AE) | 30.000 – 40.000 | 35.000 – 50.000 | 55.000 – 80.000 | 30% – 50% |
| Senior Account Executive | 35.000 – 50.000 | 40.000 – 60.000 | 70.000 – 100.000 | 30% – 50% |
| Account Manager | 40.000 – 50.000 | 45.000 – 60.000 | 60.000 – 80.000 | 15% – 30% |
| Customer Success Manager (CSM) | 35.000 – 45.000 | 40.000 – 55.000 | 50.000 – 75.000 | 10% – 20% |
| Sales Engineer / Pre-Sales | 40.000 – 55.000 | 50.000 – 65.000 | 70.000 – 100.000 | 15% – 25% |
| Head of Sales | 55.000 – 70.000 | 65.000 – 85.000 | 90.000 – 120.000 | 20% – 40% |
| VP of Sales / CRO | 65.000 – 85.000 | 75.000 – 100.000 | 100.000 – 140.000 | 30% – 50% |
How to read these ranges
- These are typical ranges, not market maximums.
- The OTE assumes reasonable targets, not ideal scenarios.
- In enterprise and international companies, the ceiling may be higher.
- In early startups, base salary tends to be lower and compensated with equity.
- The same role can fall into different ranges depending on average ticket size and sales cycle.
What factors explain a sales salary
In sales, the role title is often the least relevant. What really matters is the context in which the role operates and its impact on the business.
Product type and ticket size
Selling a €50/month product is not the same as closing six-figure annual contracts. Higher ticket means:
- More complex sales
- Higher risk for the company
- Greater direct impact on revenue
This translates into higher salaries, especially for closing roles.
Sales cycle complexity
Long cycles involve:
- More stakeholders
- Formal purchasing processes
- Complex negotiations
They require experienced profiles with patience and management skills, which is reflected in salary.
Market and geographic scope
Selling locally is not the same as selling internationally. Some markets pay significantly more:
- US
- Central Europe
- Global enterprise markets
They tend to sit at the top of salary ranges, even when working from Spain.
Common Mistakes When Hiring Sales Profiles in Tech
As talent partners for hundreds of companies, at Manfred we see clear patterns when businesses come to us to unblock their commercial hiring. The mistakes are rarely about the candidate — they usually stem from flawed role design.
Not Being Clear About What Problem the Role Should Solve
Before thinking about titles or salaries, the key question is: what do we need this role to make happen in the business?
Hiring an AE without a lead pipeline doesn’t make sense.
Hiring an SDR without a clear value proposition usually ends badly.
Hiring a Head of Sales without product-market fit is also a risky move.
The role exists to solve a specific problem. If that problem isn’t clear, the hire is likely to fail.
Confusing Roles to Save Costs
The classic: “We’re looking for a 360 profile.”
Asking one person to generate cold demand (SDR), run demos (AE), provide technical support (Pre-sales), and handle retention (CSM) is the perfect recipe for burnout.
Trying to compress multiple roles into one rarely works — and often leads to losing good talent.
There Are No Sales Heroes
Thinking that a star hire will double revenue by month two is unrealistic.
If your product doesn’t have Product-Market Fit, no sales team will perform miracles. Sales amplify what already works.
High turnover in a sales team is also a very bad sign.
We’ve internalized that high turnover in engineering often hides organizational or management issues — yet we tend to normalize it in sales.
Sales is just another department.
Sales professionals need time to:
- Understand the product or service
- Learn how to sell it
- Understand the market
Expecting instant results usually leads to frustration on both sides.
Poorly Defined Variable Compensation
If the variable compensation is unattainable, the problem lies with the company — not the talent.
A good compensation structure should be ambitious (hitting 100% should require effort), but also realistic.
Designing a strong OTE is an art — and it requires a deep understanding of market metrics.
Hiring sales profiles without dying trying
Sales salaries depend on product type, target customer, sales cycle and company stage. That is why two people with the same title can have very different trajectories and compensation, both being valid.
Companies must define roles properly and see it as an investment: it reduces churn, improves results and enables sustainable commercial teams.
If you work or want to work in tech sales, understanding this ecosystem helps you make better career decisions.
If you are hiring sales profiles in technology and need help defining roles, expectations or salary ranges, we can help: hablamos@getmanfred.com